Barriers of Creating Competitive Advantage in the Age of Industry 4.0: Conclusions from International Experience

2019 ◽  
pp. 3-42 ◽  
Author(s):  
Anna Adamik ◽  
Michał Nowicki
Keyword(s):  
Competitive Advantage ◽  
Industry 4.0 ◽  
International Experience

scholarly journals Pathologies and Paradoxes of Co-Creation: A Contribution to the Discussion about Corporate Social Responsibility in Building a Competitive Advantage in the Age of Industry 4.0

2019 ◽  
Vol 11 (18) ◽  
pp. 4954 ◽  
Author(s):  
Anna Adamik ◽  
Michał Nowicki
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Extensive Literature ◽  
Competitive Advantages ◽  
Ethical Challenges ◽  
Economic Practice ◽  
Corporate Social

Research problem: Revolution Industry 4.0. forces companies to face specific competence-related, technological, organizational and even ethical challenges. The use of innovative “tools” associated with that revolution not only brings new technological challenges, opportunities to build new competitive advantages, new areas of activity, and new types of business benefits but also doubts, questions, or even pathologies and paradoxes. Sometimes, entities that do not fully understand the essence of the new concepts, methods, or techniques use them incorrectly or abuse them for private goals and expose themselves to criticism—sometimes even social condemnation. These are examples of the lack of Corporate Social Responsibility (CSR) of these organizations. This situation also has reached co-creation. In theory, it is a very positive concept, aimed at building competitiveness, or various types of competitive advantages of companies by creating value for clients with their participation. In economic practice, unfortunately, it is not always successful. Purpose: The main purpose of this paper is to identify and characterize the key paradoxes and areas of potential pathologies of creating competitive advantage based on co-creation without CSR in the case of companies operating in the age of Industry 4.0. Originality/value of the paper: A theoretical study based on the extensive literature review describing paradoxes, ethical and CSR problems of co-creation in organizations creating competitive advantage in the age of the Fourth Industrial Revolution and a qualitative methodology of research. This study attempts to systematize paradoxes of co-creation and the areas and industries in which the related pathologies of co-creation occur particularly often and distinctively in economic practice. The empirical studies were conducted as a review of case studies of companies that use the concept of co-creation in an irregular way (paradoxical or with pathologies). This study identified and characterized the key 31 paradoxes and pathologies of creating competitive advantage based on co-creation in the case of 14 companies operating in the age of Industry 4.0. Implications: The identification of main dilemmas, paradoxes and pathologies of co-creation; signaling the role of governance and CSR in processes of the valuable use of co-creation in the age of Industry 4.0. Based on the observations described in the paper, it is worth recommending that when becoming involved in co-creation, one should observe ethical standards and assumptions of CSR, and require the same from partners and other parties involved. Otherwise, the risk is that instead of co-creation, the result achieved will be exactly the opposite to that intended, which is co-destruction, and condemnation instead of glory. This is why it is worth considering the paradoxes that are key to co-creation and approaching solutions in a conscious way.

scholarly journals THE IMPACT OF THE DETERMINANTS OF FOURTH INDUSTRIAL REVOLUTION ON COMPETITIVE ADVANTAGE AND SUSTAINABILITY – A STUDY FOR MALAYSIAN SMES

2020 ◽  
Vol 6 (3) ◽  
pp. 283-289
Author(s):  
Dr Sreenivasan Jayashree ◽  
Chinasamy Agamudainambi Malarvizhi ◽  
Mohammad Nurul Hassan Reza
Keyword(s):  
Competitive Advantage ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Technical Innovation ◽  
Economic Factors ◽  
Time Data ◽  
Inherent Difficulty ◽  
Fourth Industrial Revolution ◽  
Smart Technologies ◽  
The Impact

Small and medium-sized enterprises (SMEs) constitute one of the leading economic factors with strong consumer and stakeholder aspirations. The Fourth Industrial Revolution may also be defined as Industry 4.0, because it has evolved through automation and technical innovation that can transform products and manufacturing processes by real-time data integration, allowing consumers to be satisfied through customized products. It is important to examine the uniqueness of Industry 4.0 and the inherent difficulty in understanding the determinants, as most recent studies address the technological dimension of the concept. This study addresses the effect of the core determinants of Industry 4.0 in achieving sustainability as well as competitive advantage. The findings will serve to offer valuable insights for the SMEs to adopt smart technologies in the production system concerning Industry 4.0. This paper presents a conceptual model including hypotheses that can be tested further through a quantitative analysis.

scholarly journals Readiness Model for Integration of ICT and CPS for SMEs Smart Logistics

2021 ◽  
pp. 187-209
Author(s):  
Sakgasit Ramingwong ◽  
Lachana Ramingwong ◽  
Trasapong Thaiupathump ◽  
Rungchat Chompu-inwai
Keyword(s):  
Competitive Advantage ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Industry 4.0 ◽  
Cyber Physical Systems ◽  
Essential Elements ◽  
Smart Logistics ◽  
Sustained Competitive Advantage ◽  
Information And Communication ◽  
Integration Of Ict

AbstractAlthough it is an extremely important step to gain sustained competitive advantage in the era of Industry 4.0, the integration of Information and Communication Technology (ICT) and Cyber-Physical Systems (CPS) for smart logistics can be challenging. In order to successfully implement such technologies, it is crucial, particularly for SMEs, to self-evaluate their own readiness for integrating technologies for smart logistics. This research proposes a readiness model which can be used as a guideline before implementing technologies for smart logistics at the SMEs level. It describes essential elements in the integration of ICT and CPS for smart logistics, as well as the potential five stages of implementation, which are initial, trial, organized, automated, and optimized.

Organizational Climate and Strategic Leadership in Industry 4.0

2021 ◽  
pp. 201-216
Author(s):  
Semra Tetik ◽  
Bülent Akkaya
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Organizational Climate ◽  
Environmental Conditions ◽  
Industry 4.0 ◽  
Leadership Skills ◽  
Strategic Leadership ◽  
Strategic Leaders ◽  
The Relationship

Strategic leadership and organizational climate have been made more important by the Industry 4.0 revolution. Strategic leadership and organizational climate enable businesses to adapt easily to rapidly changing environmental conditions and innovations for sustainability. Therefore, the role of strategic leaders is important in creating an organizational climate to manage and implement strategic changes and also in the preparation and implementation of roadmap to design the future of the business in Industry 4. 0. This study aims to discuss the strategic leadership skills in creating the organizational climate in Industry 4.0. The authors found that there is a relationship between organizational climate and strategic leaders' skills in Industry 4.0. Understanding the relationship between the skills of strategic leaders and organizational climate is essential to uncovering the critical links to firm performance to get competitive advantage in Industry 4.0. Strategic leadership is a key interpreter of how climate of the organization links to the wider systems and requires leadership systems.

Re-Shaping Business Strategy in the Era of Digitization

2020 ◽  
pp. 76-97
Author(s):  
Deniz Palalar Alkan
Keyword(s):  
Artificial Intelligence ◽  
Internet Of Things ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Industry 4.0 ◽  
Digital Transformation ◽  
Sustainable Competitive Advantage ◽  
Digital Networks ◽  
Global Marketplace ◽  
Existing Structures

In the era of digitization terms such artificial intelligence (AI), internet of things (IoT) and related concepts are frequently used to describe a phenomenon that will eventually connect all things to digital networks that will lead to digital transformation of existing business and how they formulate strategies. One of the reasons behind such a paradigm shift is due to the demands of hyper-competition companies face in the global marketplace. Changing nature of the competitive landscape forces companies to re-think their strategy and align existing structures to achieve agility, flexibility, and a sustainable competitive advantage. Thus, companies need to re-think and conceptualize their overall strategies including the means to achieve sustainable competitive advantage. The trends that are shaping the Industry 4.0 will shape the way companies formulate strategies, create collaboration, and convergence of all the actors in the ecosystem to achieve agility, flexibility, and maximize efficiency.

Resource-Based Logistics (RBL) and Competitive Advantage

2020 ◽  
pp. 181-194
Author(s):  
Noorliza Karia ◽  
H.M. Emrul Kays
Keyword(s):  
Competitive Advantage ◽  
Fast Moving ◽  
Industry 4.0 ◽  
Dynamic Capabilities ◽  
Industrial Revolution ◽  
Competitive Advantages ◽  
Logistics Industry ◽  
Logistics Service ◽  
Fourth Industrial Revolution ◽  
Knowledge Based

Logistics service is more complex and knowledge-based in the fourth industrial revolution era. Given this significance, this chapter emphasizes the logistics industry and its specific dynamic capabilities, and measures generating the Industry 4.0 by extending the resource-based logistics (RBL) of Noorliza (2011). The chapter has three parts: Logistics in the fourth industrial revolution, RBL theory, and its impacts and Logistics 4.0 models in the fast-moving environment. This explains how logisticians or logistics firms obtain competitive advantages in the fourth industrial revolution era.

Industry 4.0 as the Last Industrial Revolution and Its Opportunities for Developing Countries

2021 ◽  
pp. 1113-1128
Author(s):  
Egemen Hopali ◽  
Özalp Vayvay
Keyword(s):  
Developing Countries ◽  
Competitive Advantage ◽  
Emerging Economies ◽  
Value Chain ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Business Partners ◽  
The World ◽  
New Perspective

In this chapter, better understanding of Industry 4.0 is presented by investigating the role of different technologies and business partners on success of Industry 4.0. Enablers for smart factory are discussed in detail, and how to match these enablers with value chain partners of Industry 4.0 are identified as a new perspective on Industry 4.0. Furthermore, the aim of this chapter is to present actions to be taken from the point of the emerging economies to sustain and increase competitive advantage by catching and implementing Industry 4.0. Consequently, Industry 4.0 can enable developing countries to get a bigger slice of the world manufacturing value chain.

Product Innovation and Personalization via Social Media

2022 ◽  
pp. 288-302
Author(s):  
Rajiv Ranjan
Keyword(s):  
Social Media ◽  
Educational Technology ◽  
Big Data ◽  
Competitive Advantage ◽  
Industry 4.0 ◽  
Corporate Sustainability ◽  
Venture Capitalists ◽  
Sustainable Competitive Advantage ◽  
Customer Data ◽  
Start Up

Innovation of products continually, customization, and personalization are the strategies to gain sustainable competitive advantage for companies operating in Industry 4.0 era. Corporations tend to turn to the new social media for access to customer data. How much big data in terms of variety, veracity, velocity, and volume the corporation has determines its prediction architecture and hence customer satisfaction. This is reflected both in terms of inflecting revenues as well as investment from the venture capitalists (VCs), who then see great potential in the business, whether it be a start-up, an established organization, or its spin-off. This chapter explains this new management strategy for corporate sustainability through application of social media to acquire personal consumer and customer data. This is to devise customised products, personalize experience, and innovate for the two. The chapter takes exceptional growth story of BYJU's an educational technology company, as an example to elucidate the theory, concepts, and ideas discussed.

Developing a construction business model transformation canvas

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Priyadarshini Das ◽  
Srinath Perera ◽  
Sepani Senaratne ◽  
Robert Osei-Kyei
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Industry 4.0 ◽  
Model Transformation ◽  
Holistic Approach ◽  
Content Type ◽  
Construction Enterprises ◽  
Business Model Canvas ◽  
Model Research ◽  
Capability Building

PurposeIndustry 4.0 is driving an incremental shift in paradigms for the construction industry. Current research in the built environment is limited to exploring the exponential technological prowess of Industry 4.0 with very little work on its implications to the construction business model, strategy and competitive advantage. There arises a challenge for researchers to understand how appropriate technologies can be assembled to assist in achieving the goals of construction businesses. The overarching aim of this research is to develop a construction Business Model Transformation Canvas (BMTC) to map the transformation of construction enterprises in Industry 4.0.Design/methodology/approachThe research was carried out by conducting an expert forum with academics from nine universities across Australia and New Zealand. The study employed purposive sampling, and the academics were selected in a strategic manner in order to provide data that are relevant to the research.FindingsThe research identifies that technology-based partnerships supporting strategy and capability building, platforms enabling enterprises to conceive, design, manufacture and assemble buildings and competition with stakeholders having superior capabilities not in building but in other areas of business are fundamental to Industry 4.0 transformation.Originality/valueThe results present state-of-the-art development of business model research in construction that intends to support the strategic planning of construction enterprises in Industry 4.0. This research is the first and only research that uses a business model canvas (BMC) for strategy-reformulation in incumbent construction enterprises to maintain a competitive advantage in Industry 4.0. Merits of the construction BMTC lie in its holistic approach, visual representation and simplicity.

Sign in / Sign up

Export Citation Format

Share Document